Business Problem-Solving and Strategy: Manga for Success
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2023
|
| Schriftenreihe: | Manga for Success Series
|
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (284 Seiten) |
| ISBN: | 9781394176175 |
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Prologue: What Is a Business Strategy? -- Story 1: Help Me, Senpai! -- 1. What Is a "Strategy"? -- Strategies Are Everywhere -- Strategy Is a Road Map to Success -- Resource Allocation: Decide Where to Focus Your Organizational Resources -- Strategy Is Nothing without Execution -- The Correct Way to Create a Strategy -- Business Strategy Is a Blueprint for Your Business Success -- 2. The Many Pitfalls of a Business Strategy -- Building Strategy the Right Way Is Tough -- Framework and Concepts: Make or Break the Strategy -- Can Looking at the Task at Hand from the Opposite Angle Constitute a "Strategy"? -- A Strategy Cannot Ignore the Front Line -- A Fake Strategy in Purple Prose -- Failing to Grasp the Current Situation May Lead to Mistakes -- The Risk of Homogenized Strategies -- 3. Preparations to Build the Correct Strategy -- Take the Right Steps to Analyze -- Use Frameworks and Concepts Wisely -- Have a Unique Point of View, Think Outside of the Box -- Support the Front Line -- Emphasis on Essence and Mechanism -- Bring in a Key Person -- 4. Create a Dynamic Strategy! -- Four Steps in Building a Strategy -- Step 1 - Analyze the Situation -- Step 2 - Formulate Strategic Options -- Step 3 - Review and Select Options -- Step 4 - Translate Strategic Options into Plans of Action -- Step 1: Analyze the Situation -- Story 2: Knowing Your Enemy Is Knowing Yourself -- 1. The Essentials of Situation Analysis -- Analyzing the Situation Is The First Step in Building a Strategy -- Only a Handful of Corporations Truly Understand the Current Situation -- Methodology and Frameworks: A False Sense of Completing the Situation Analysis -- Three Keys in Understanding the True Situation -- The Basics of Situation Analysis: SWOT Analysis -- 2. OT Analysis -- OT Analysis: Three Core Elements | |
| 505 | 8 | |a The Five Forces Analysis -- Analyzing the Five Points -- Positioning Analysis and Competition Analysis -- Client Analysis -- Key Sucess Factor (KSF) Analysis -- 3. SW Analysis -- Deciding Pros and Cons Based on Relativity -- Achievements and Performance Analysis -- Positioning Analysis -- Business Model Analysis -- Marketing, Value Chain, and Organizational Analysis -- Tangible and Intangible Asset Analysis -- Understanding the Structures of the Issue at Hand -- 4. Organizing SWOT -- Keeping the Impact on Your Business in Mind -- Step 2: Formulate Strategic Options -- Story 3: How to Save a Company in Trouble? -- 1. What Are Strategic Options? -- Options Mean Choices -- Considering a Variety of Options -- 2. Make Objectives and Issues Clear -- What Is the Objective of Strategy Building? -- What Are the Issues in Building a Strategy? -- Decipher Objectives and Issues from the Result of SWOT Analysis -- Organizing the Structure of an Issue -- 3. Lay Out the Options 1: Growing Potentials for the Preestablished Company -- Aim to Grow Preestablished Business Models and Positioning -- Consider Strategic Options for the Long Run -- Change the Positioning -- Coming Up with Growth Options by Changing the Positioning -- Changing the Business Model -- Pairing the Positioning and the Business Model -- Coming Up with Growth Options by Changing the Business Options -- 4. Lay Out the Strategic Options 2: Options for the Newly Established Businesses -- Analyze from the Market Point of View -- Analyze from the Value Chain Point of View -- Analyze from the Asset Point of View -- Analyze from the Business Model Point of View -- Change the Rules of Competition, Think Outside of the Box -- 5. Lay Out the Strategic Options 3: Improve Profit -- Options to Lower Cost and Improve Gross Profit Margin -- Options to Lower Managing Cost -- Options to Improve Efficiency | |
| 505 | 8 | |a Improve Ways to Manage and Improve Profit Structures -- 6. Summarizing Strategic Options -- Organizing All Available Options -- Coming Up with Growth Options and Scenarios by Organizing Strategic Options -- Step 3: Review and Select Options -- Story 4: All for One, One for All -- 1. Reviewing Options -- How to Review Options -- Three Perspectives in Reviewing Options -- Reviewing with Both a Cool Head and Burning Passion -- 2. Reviewing and Selecting Options 1: Rationality -- The Main Points in Reviewing Rationally -- How to Review Each Point -- 3. Reviewing and Selecting Options 2: Feasibility -- The Main Points in Reviewing the Feasibility -- How to Review Each Point -- 4. Reviewing and Selecting Options 3: The Intents and Expectations of the Parties Involved -- Fostering Agreement and Understanding with "Face-to-face Discussions" -- The Groundwork Discussions: Situation Analysis and Strategic Options -- Which Reviewed Points to Prioritize -- How to Understand and Decide on the Results -- How to Expand Options -- Making Decisions Based on What You Want to Do -- Always Have a Plan B Ready -- Step 4: How to Translate Options into Plans and Actions -- Story 5: What Becomes of a Strategy -- 1. How to Translate Strategic Options into a Plan -- The Necessary Process in Executing the Strategy -- 2. How to Apply Strategy to Execution -- How to Apply Strategy to Execution -- Setting Priorities -- 3. How to Carry Out Strategic Options -- Beyond the Possibility: Feeling and Determining -- The First Step in Strategic Execution -- 4. Create a Plan of Action -- The Master Plan: The Plan of Action for Strategic Execution -- Coming Up with a Realistically Applicable Plan -- 5. How to Execute with Certainty -- Build a Promotion System -- Implement a Thorough PDCA -- Postscript -- EULA. | |
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| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Kito, Takayuki |t Business Problem-Solving and Strategy |d Newark : John Wiley & Sons, Incorporated,c2023 |z 9781394176168 |
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Datensatz im Suchindex
| _version_ | 1804185296361750528 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Kito, Takayuki |
| author_facet | Kito, Takayuki |
| author_role | aut |
| author_sort | Kito, Takayuki |
| author_variant | t k tk |
| building | Verbundindex |
| bvnumber | BV049019866 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Prologue: What Is a Business Strategy? -- Story 1: Help Me, Senpai! -- 1. What Is a "Strategy"? -- Strategies Are Everywhere -- Strategy Is a Road Map to Success -- Resource Allocation: Decide Where to Focus Your Organizational Resources -- Strategy Is Nothing without Execution -- The Correct Way to Create a Strategy -- Business Strategy Is a Blueprint for Your Business Success -- 2. The Many Pitfalls of a Business Strategy -- Building Strategy the Right Way Is Tough -- Framework and Concepts: Make or Break the Strategy -- Can Looking at the Task at Hand from the Opposite Angle Constitute a "Strategy"? -- A Strategy Cannot Ignore the Front Line -- A Fake Strategy in Purple Prose -- Failing to Grasp the Current Situation May Lead to Mistakes -- The Risk of Homogenized Strategies -- 3. Preparations to Build the Correct Strategy -- Take the Right Steps to Analyze -- Use Frameworks and Concepts Wisely -- Have a Unique Point of View, Think Outside of the Box -- Support the Front Line -- Emphasis on Essence and Mechanism -- Bring in a Key Person -- 4. Create a Dynamic Strategy! -- Four Steps in Building a Strategy -- Step 1 - Analyze the Situation -- Step 2 - Formulate Strategic Options -- Step 3 - Review and Select Options -- Step 4 - Translate Strategic Options into Plans of Action -- Step 1: Analyze the Situation -- Story 2: Knowing Your Enemy Is Knowing Yourself -- 1. The Essentials of Situation Analysis -- Analyzing the Situation Is The First Step in Building a Strategy -- Only a Handful of Corporations Truly Understand the Current Situation -- Methodology and Frameworks: A False Sense of Completing the Situation Analysis -- Three Keys in Understanding the True Situation -- The Basics of Situation Analysis: SWOT Analysis -- 2. OT Analysis -- OT Analysis: Three Core Elements The Five Forces Analysis -- Analyzing the Five Points -- Positioning Analysis and Competition Analysis -- Client Analysis -- Key Sucess Factor (KSF) Analysis -- 3. SW Analysis -- Deciding Pros and Cons Based on Relativity -- Achievements and Performance Analysis -- Positioning Analysis -- Business Model Analysis -- Marketing, Value Chain, and Organizational Analysis -- Tangible and Intangible Asset Analysis -- Understanding the Structures of the Issue at Hand -- 4. Organizing SWOT -- Keeping the Impact on Your Business in Mind -- Step 2: Formulate Strategic Options -- Story 3: How to Save a Company in Trouble? -- 1. What Are Strategic Options? -- Options Mean Choices -- Considering a Variety of Options -- 2. Make Objectives and Issues Clear -- What Is the Objective of Strategy Building? -- What Are the Issues in Building a Strategy? -- Decipher Objectives and Issues from the Result of SWOT Analysis -- Organizing the Structure of an Issue -- 3. Lay Out the Options 1: Growing Potentials for the Preestablished Company -- Aim to Grow Preestablished Business Models and Positioning -- Consider Strategic Options for the Long Run -- Change the Positioning -- Coming Up with Growth Options by Changing the Positioning -- Changing the Business Model -- Pairing the Positioning and the Business Model -- Coming Up with Growth Options by Changing the Business Options -- 4. Lay Out the Strategic Options 2: Options for the Newly Established Businesses -- Analyze from the Market Point of View -- Analyze from the Value Chain Point of View -- Analyze from the Asset Point of View -- Analyze from the Business Model Point of View -- Change the Rules of Competition, Think Outside of the Box -- 5. Lay Out the Strategic Options 3: Improve Profit -- Options to Lower Cost and Improve Gross Profit Margin -- Options to Lower Managing Cost -- Options to Improve Efficiency Improve Ways to Manage and Improve Profit Structures -- 6. Summarizing Strategic Options -- Organizing All Available Options -- Coming Up with Growth Options and Scenarios by Organizing Strategic Options -- Step 3: Review and Select Options -- Story 4: All for One, One for All -- 1. Reviewing Options -- How to Review Options -- Three Perspectives in Reviewing Options -- Reviewing with Both a Cool Head and Burning Passion -- 2. Reviewing and Selecting Options 1: Rationality -- The Main Points in Reviewing Rationally -- How to Review Each Point -- 3. Reviewing and Selecting Options 2: Feasibility -- The Main Points in Reviewing the Feasibility -- How to Review Each Point -- 4. Reviewing and Selecting Options 3: The Intents and Expectations of the Parties Involved -- Fostering Agreement and Understanding with "Face-to-face Discussions" -- The Groundwork Discussions: Situation Analysis and Strategic Options -- Which Reviewed Points to Prioritize -- How to Understand and Decide on the Results -- How to Expand Options -- Making Decisions Based on What You Want to Do -- Always Have a Plan B Ready -- Step 4: How to Translate Options into Plans and Actions -- Story 5: What Becomes of a Strategy -- 1. How to Translate Strategic Options into a Plan -- The Necessary Process in Executing the Strategy -- 2. How to Apply Strategy to Execution -- How to Apply Strategy to Execution -- Setting Priorities -- 3. How to Carry Out Strategic Options -- Beyond the Possibility: Feeling and Determining -- The First Step in Strategic Execution -- 4. Create a Plan of Action -- The Master Plan: The Plan of Action for Strategic Execution -- Coming Up with a Realistically Applicable Plan -- 5. How to Execute with Certainty -- Build a Promotion System -- Implement a Thorough PDCA -- Postscript -- EULA. |
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| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV049019866 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T22:13:40Z |
| indexdate | 2024-07-10T09:52:59Z |
| institution | BVB |
| isbn | 9781394176175 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034282773 |
| oclc_num | 1378390125 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (284 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| series2 | Manga for Success Series |
| spelling | Kito, Takayuki Verfasser aut Business Problem-Solving and Strategy Manga for Success Newark John Wiley & Sons, Incorporated 2023 ©2023 1 Online-Ressource (284 Seiten) txt rdacontent c rdamedia cr rdacarrier Manga for Success Series Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Prologue: What Is a Business Strategy? -- Story 1: Help Me, Senpai! -- 1. What Is a "Strategy"? -- Strategies Are Everywhere -- Strategy Is a Road Map to Success -- Resource Allocation: Decide Where to Focus Your Organizational Resources -- Strategy Is Nothing without Execution -- The Correct Way to Create a Strategy -- Business Strategy Is a Blueprint for Your Business Success -- 2. The Many Pitfalls of a Business Strategy -- Building Strategy the Right Way Is Tough -- Framework and Concepts: Make or Break the Strategy -- Can Looking at the Task at Hand from the Opposite Angle Constitute a "Strategy"? -- A Strategy Cannot Ignore the Front Line -- A Fake Strategy in Purple Prose -- Failing to Grasp the Current Situation May Lead to Mistakes -- The Risk of Homogenized Strategies -- 3. Preparations to Build the Correct Strategy -- Take the Right Steps to Analyze -- Use Frameworks and Concepts Wisely -- Have a Unique Point of View, Think Outside of the Box -- Support the Front Line -- Emphasis on Essence and Mechanism -- Bring in a Key Person -- 4. Create a Dynamic Strategy! -- Four Steps in Building a Strategy -- Step 1 - Analyze the Situation -- Step 2 - Formulate Strategic Options -- Step 3 - Review and Select Options -- Step 4 - Translate Strategic Options into Plans of Action -- Step 1: Analyze the Situation -- Story 2: Knowing Your Enemy Is Knowing Yourself -- 1. The Essentials of Situation Analysis -- Analyzing the Situation Is The First Step in Building a Strategy -- Only a Handful of Corporations Truly Understand the Current Situation -- Methodology and Frameworks: A False Sense of Completing the Situation Analysis -- Three Keys in Understanding the True Situation -- The Basics of Situation Analysis: SWOT Analysis -- 2. OT Analysis -- OT Analysis: Three Core Elements The Five Forces Analysis -- Analyzing the Five Points -- Positioning Analysis and Competition Analysis -- Client Analysis -- Key Sucess Factor (KSF) Analysis -- 3. SW Analysis -- Deciding Pros and Cons Based on Relativity -- Achievements and Performance Analysis -- Positioning Analysis -- Business Model Analysis -- Marketing, Value Chain, and Organizational Analysis -- Tangible and Intangible Asset Analysis -- Understanding the Structures of the Issue at Hand -- 4. Organizing SWOT -- Keeping the Impact on Your Business in Mind -- Step 2: Formulate Strategic Options -- Story 3: How to Save a Company in Trouble? -- 1. What Are Strategic Options? -- Options Mean Choices -- Considering a Variety of Options -- 2. Make Objectives and Issues Clear -- What Is the Objective of Strategy Building? -- What Are the Issues in Building a Strategy? -- Decipher Objectives and Issues from the Result of SWOT Analysis -- Organizing the Structure of an Issue -- 3. Lay Out the Options 1: Growing Potentials for the Preestablished Company -- Aim to Grow Preestablished Business Models and Positioning -- Consider Strategic Options for the Long Run -- Change the Positioning -- Coming Up with Growth Options by Changing the Positioning -- Changing the Business Model -- Pairing the Positioning and the Business Model -- Coming Up with Growth Options by Changing the Business Options -- 4. Lay Out the Strategic Options 2: Options for the Newly Established Businesses -- Analyze from the Market Point of View -- Analyze from the Value Chain Point of View -- Analyze from the Asset Point of View -- Analyze from the Business Model Point of View -- Change the Rules of Competition, Think Outside of the Box -- 5. Lay Out the Strategic Options 3: Improve Profit -- Options to Lower Cost and Improve Gross Profit Margin -- Options to Lower Managing Cost -- Options to Improve Efficiency Improve Ways to Manage and Improve Profit Structures -- 6. Summarizing Strategic Options -- Organizing All Available Options -- Coming Up with Growth Options and Scenarios by Organizing Strategic Options -- Step 3: Review and Select Options -- Story 4: All for One, One for All -- 1. Reviewing Options -- How to Review Options -- Three Perspectives in Reviewing Options -- Reviewing with Both a Cool Head and Burning Passion -- 2. Reviewing and Selecting Options 1: Rationality -- The Main Points in Reviewing Rationally -- How to Review Each Point -- 3. Reviewing and Selecting Options 2: Feasibility -- The Main Points in Reviewing the Feasibility -- How to Review Each Point -- 4. Reviewing and Selecting Options 3: The Intents and Expectations of the Parties Involved -- Fostering Agreement and Understanding with "Face-to-face Discussions" -- The Groundwork Discussions: Situation Analysis and Strategic Options -- Which Reviewed Points to Prioritize -- How to Understand and Decide on the Results -- How to Expand Options -- Making Decisions Based on What You Want to Do -- Always Have a Plan B Ready -- Step 4: How to Translate Options into Plans and Actions -- Story 5: What Becomes of a Strategy -- 1. How to Translate Strategic Options into a Plan -- The Necessary Process in Executing the Strategy -- 2. How to Apply Strategy to Execution -- How to Apply Strategy to Execution -- Setting Priorities -- 3. How to Carry Out Strategic Options -- Beyond the Possibility: Feeling and Determining -- The First Step in Strategic Execution -- 4. Create a Plan of Action -- The Master Plan: The Plan of Action for Strategic Execution -- Coming Up with a Realistically Applicable Plan -- 5. How to Execute with Certainty -- Build a Promotion System -- Implement a Thorough PDCA -- Postscript -- EULA. Yamabe, Keisuke Sonstige oth Erscheint auch als Druck-Ausgabe Kito, Takayuki Business Problem-Solving and Strategy Newark : John Wiley & Sons, Incorporated,c2023 9781394176168 |
| spellingShingle | Kito, Takayuki Business Problem-Solving and Strategy Manga for Success Cover -- Title Page -- Copyright Page -- Contents -- Preface -- Prologue: What Is a Business Strategy? -- Story 1: Help Me, Senpai! -- 1. What Is a "Strategy"? -- Strategies Are Everywhere -- Strategy Is a Road Map to Success -- Resource Allocation: Decide Where to Focus Your Organizational Resources -- Strategy Is Nothing without Execution -- The Correct Way to Create a Strategy -- Business Strategy Is a Blueprint for Your Business Success -- 2. The Many Pitfalls of a Business Strategy -- Building Strategy the Right Way Is Tough -- Framework and Concepts: Make or Break the Strategy -- Can Looking at the Task at Hand from the Opposite Angle Constitute a "Strategy"? -- A Strategy Cannot Ignore the Front Line -- A Fake Strategy in Purple Prose -- Failing to Grasp the Current Situation May Lead to Mistakes -- The Risk of Homogenized Strategies -- 3. Preparations to Build the Correct Strategy -- Take the Right Steps to Analyze -- Use Frameworks and Concepts Wisely -- Have a Unique Point of View, Think Outside of the Box -- Support the Front Line -- Emphasis on Essence and Mechanism -- Bring in a Key Person -- 4. Create a Dynamic Strategy! -- Four Steps in Building a Strategy -- Step 1 - Analyze the Situation -- Step 2 - Formulate Strategic Options -- Step 3 - Review and Select Options -- Step 4 - Translate Strategic Options into Plans of Action -- Step 1: Analyze the Situation -- Story 2: Knowing Your Enemy Is Knowing Yourself -- 1. The Essentials of Situation Analysis -- Analyzing the Situation Is The First Step in Building a Strategy -- Only a Handful of Corporations Truly Understand the Current Situation -- Methodology and Frameworks: A False Sense of Completing the Situation Analysis -- Three Keys in Understanding the True Situation -- The Basics of Situation Analysis: SWOT Analysis -- 2. OT Analysis -- OT Analysis: Three Core Elements The Five Forces Analysis -- Analyzing the Five Points -- Positioning Analysis and Competition Analysis -- Client Analysis -- Key Sucess Factor (KSF) Analysis -- 3. SW Analysis -- Deciding Pros and Cons Based on Relativity -- Achievements and Performance Analysis -- Positioning Analysis -- Business Model Analysis -- Marketing, Value Chain, and Organizational Analysis -- Tangible and Intangible Asset Analysis -- Understanding the Structures of the Issue at Hand -- 4. Organizing SWOT -- Keeping the Impact on Your Business in Mind -- Step 2: Formulate Strategic Options -- Story 3: How to Save a Company in Trouble? -- 1. What Are Strategic Options? -- Options Mean Choices -- Considering a Variety of Options -- 2. Make Objectives and Issues Clear -- What Is the Objective of Strategy Building? -- What Are the Issues in Building a Strategy? -- Decipher Objectives and Issues from the Result of SWOT Analysis -- Organizing the Structure of an Issue -- 3. Lay Out the Options 1: Growing Potentials for the Preestablished Company -- Aim to Grow Preestablished Business Models and Positioning -- Consider Strategic Options for the Long Run -- Change the Positioning -- Coming Up with Growth Options by Changing the Positioning -- Changing the Business Model -- Pairing the Positioning and the Business Model -- Coming Up with Growth Options by Changing the Business Options -- 4. Lay Out the Strategic Options 2: Options for the Newly Established Businesses -- Analyze from the Market Point of View -- Analyze from the Value Chain Point of View -- Analyze from the Asset Point of View -- Analyze from the Business Model Point of View -- Change the Rules of Competition, Think Outside of the Box -- 5. Lay Out the Strategic Options 3: Improve Profit -- Options to Lower Cost and Improve Gross Profit Margin -- Options to Lower Managing Cost -- Options to Improve Efficiency Improve Ways to Manage and Improve Profit Structures -- 6. Summarizing Strategic Options -- Organizing All Available Options -- Coming Up with Growth Options and Scenarios by Organizing Strategic Options -- Step 3: Review and Select Options -- Story 4: All for One, One for All -- 1. Reviewing Options -- How to Review Options -- Three Perspectives in Reviewing Options -- Reviewing with Both a Cool Head and Burning Passion -- 2. Reviewing and Selecting Options 1: Rationality -- The Main Points in Reviewing Rationally -- How to Review Each Point -- 3. Reviewing and Selecting Options 2: Feasibility -- The Main Points in Reviewing the Feasibility -- How to Review Each Point -- 4. Reviewing and Selecting Options 3: The Intents and Expectations of the Parties Involved -- Fostering Agreement and Understanding with "Face-to-face Discussions" -- The Groundwork Discussions: Situation Analysis and Strategic Options -- Which Reviewed Points to Prioritize -- How to Understand and Decide on the Results -- How to Expand Options -- Making Decisions Based on What You Want to Do -- Always Have a Plan B Ready -- Step 4: How to Translate Options into Plans and Actions -- Story 5: What Becomes of a Strategy -- 1. How to Translate Strategic Options into a Plan -- The Necessary Process in Executing the Strategy -- 2. How to Apply Strategy to Execution -- How to Apply Strategy to Execution -- Setting Priorities -- 3. How to Carry Out Strategic Options -- Beyond the Possibility: Feeling and Determining -- The First Step in Strategic Execution -- 4. Create a Plan of Action -- The Master Plan: The Plan of Action for Strategic Execution -- Coming Up with a Realistically Applicable Plan -- 5. How to Execute with Certainty -- Build a Promotion System -- Implement a Thorough PDCA -- Postscript -- EULA. |
| title | Business Problem-Solving and Strategy Manga for Success |
| title_auth | Business Problem-Solving and Strategy Manga for Success |
| title_exact_search | Business Problem-Solving and Strategy Manga for Success |
| title_exact_search_txtP | Business Problem-Solving and Strategy Manga for Success |
| title_full | Business Problem-Solving and Strategy Manga for Success |
| title_fullStr | Business Problem-Solving and Strategy Manga for Success |
| title_full_unstemmed | Business Problem-Solving and Strategy Manga for Success |
| title_short | Business Problem-Solving and Strategy |
| title_sort | business problem solving and strategy manga for success |
| title_sub | Manga for Success |
| work_keys_str_mv | AT kitotakayuki businessproblemsolvingandstrategymangaforsuccess AT yamabekeisuke businessproblemsolvingandstrategymangaforsuccess |